Key points, skills and responsibilities of production management in shoe factory.

Examples of production management suggest the following methods to eliminate waste in the production process:

1. Centralized factory network

Many factories designed according to a unified goal can be better organized and operated more economically. Generally speaking, small-scale specialized chemical plants should be established instead of large-scale vertically integrated manufacturing plants.

2. Group technology

Unlike transferring work from one department to another and handing it over to professional employees, group technology considers all the operations of manufacturing parts and puts the machines that complete these operations together. The technical department of the group reduced the movement, waiting time and WIP inventory between different operations, and also reduced the number of employees required. However, employees must be flexible enough to operate centralized equipment at work and complete the processing process of workpieces. Because the supplier has advanced technical level, the safety of the work has also been guaranteed and improved.

3. Source quality control

Controlling the quality of source code means doing it well at the beginning of the work. When an error occurs, stop the process or assembly line immediately. Workers become inspectors of their own work and take full responsibility for the quality of their products. Because workers only pay attention to one part of their work at a time, it is easy to find quality problems in their work. Source quality includes automation or automatic detection. It is faster, easier and more repeatable for automatic equipment or robots to carry out quality inspection, which is suitable for too large and complicated work that can not be completed manually.

4.JIT production

JIT means producing necessary products when necessary, not overproducing. Anything that exceeds the minimum requirement will be considered as a waste, because the energy and raw materials invested in things that are no longer needed are not used now. JIT has been applied to repetitive production enterprises. Although there may be great differences between workstations, it is still possible to minimize the transition time and keep the delivery volume to a minimum-usually110 of the daily production volume is taken as the unit delivery batch. Suppliers sometimes even have to supply materials several times a day to keep small quantities and low inventory. When all the waiting quantity becomes zero, the inventory investment is minimized, the lead time is greatly shortened, the enterprise responds to the demand change quickly, and the quality problems are exposed quickly.

5. Balance the production load

Balanced production process can reduce the reaction usually caused by unbalanced planning and become a balanced workshop production load. When the assembly line changes, this change is amplified in the whole production line and supply chain. The only way to eliminate this problem is to establish a fixed monthly production plan, so that the productivity is fixed, thus minimizing changes and adjustments. For small-scale production, we can solve the problem of unbalanced production load in the workshop by establishing the same product mix every day. Therefore, enterprises can establish a comprehensive product portfolio to adapt to different demand changes. The following table shows an example of Toyota. The monthly total of each model car is decomposed into daily output (assuming 20 days per month) to calculate the production cycle time (the time between two identifiable units on a production line). This cycle time is used to adjust resources to produce the required precise quantity of products. The speed of the equipment and the speed of the production line are not important, but only the number of products needed for daily production. JIT emphasizes the production according to the planned cost and quality.

6. Kanban production control system

Kanban control system uses symbolic devices to manage JIT logistics. In the material control system, containers can be used instead of cards. The card or container forms a semi-pulling system. The power to produce or supply parts comes from the demand of downstream business. The following figure shows an assembly line that supplies parts to an existing machining center. The machining center produces two kinds of parts, A and B, which are stored in containers between the assembly line and the machining center. Every container near the assembly line has a transport kanban, and every container entering the processing center has a production kanban. This is the so-called two kanban system.

When the assembly line takes out parts from a container full of a part A, a worker calmly takes away the carrying kanban, puts it into the production kanban and sends it to the storage area of the mechanic center. Workers in the machining center find the container of part A, take out the production kanban, load the parts and put them into the carrying kanban. This allows containers to be sent to the assembly line. The production kanban taken out is put on the tool rack in the machining center, so that another batch of raw materials can be put into production. The kanban on the tool rack becomes the distribution table of the machining center. Kanban cards are not the only way to issue production requests; Issue a production request

Other visual methods can also be used.

7. Minimize mold changing time

Because JIT production is based on small batch production, the end-changing work in the estimation period must be completed quickly, and now mixed production is consciously carried out on the production line. In order to reduce the mold changing time, the mold changing work in JIT system is divided into internal mold changing and external mold changing. Internal die changing can only be carried out after the machine stops, while external die changing can be realized during the operation of the machine. Other devices that can be used to save mold changing time, such as duplicated tool racks, can also achieve this goal.

8.5S production site improvement

"5S" is the abbreviation of Seiri, Seiton, Seiso, Seiketsu and Shitsuke. Because the first letter of these five words in the romanization of Japanese is "S", it is called "5s" for short, and it is called 5S field management method to carry out activities with sorting, rectifying, cleaning, cleaning and self-cultivation. "5S" originated in Japan, and is widely implemented in Japanese enterprises, which is equivalent to the civilized production activities carried out by enterprises in China. The object of "5S" is the "environment" of the site. Considering the overall situation of the production site environment, practical plans and measures are formulated to realize standardized management. The core and essence of "5S" is self-cultivation. Without the corresponding improvement of employees' self-cultivation, "5S" will be difficult to implement and adhere to.